Strengthening the University – Public Sector Partnership: Giving Credit Where Credit is Due

Abstract

This paper examines the relationship between Certified Public Manager (CPM) programs offered through state governments and university public administration programs. In particular, it analyzes how university credit is offered for completion of management development training received in CPM programs. The collaboration between state training agencies and universities has been shown to benefit both parties, and the respective curricula can be complementary rather than competitive. As these relationships become more common, a logical question is likely to arise about whether university credit should be offered for completion of CPM curriculum. Through looking at the various partnership relationships of CPM programs offered in 25 jurisdictions, this paper focuses on whether each CPM program offered university credit, and if so, what its rationale was for doing so, what its criteria for offering that credit was, and what the institutional relationship between the program and universities that accept its CPM program credit looked like. Results show that all programs reviewed are either currently offering credit or plan to in the future based on varied criteria and relationships with universities. Linking CPM programs to university credit could have an influence on the quality of curricula and instruction to make CPM programs a more integral part of graduate education.

Get full access to this article

View all access options for this article.

References

Bresnick

David

(1981), University/Agency Collaboration in Management Development Efforts. Public Administration Review, Nov./Dec. vol. 41, iss. 6, pp. 683–686.

Bryans

Patricia

(1999), Partnership in Practice: What Can be Learned? Industrial and Commercial Training, vol. 31, iss. 7, pp. 272–277.

Faerman

Sue R.

, Quinn

Robert E.

, and Thompson

Michael P.

, Bridging Management Practice and Theory: New York State's Public Service Training Program. Public Administration Review, July/Aug. 1987, vol. 47, iss.4, pp. 310–410.

Finkle

Arthur L.

(1985), CPM - Professionalizing Professionalism. Public Administration Quarterly, vol. 9, iss. 1, pp. 47–55.

Forsyth

Suzanne

and Sylvia

Galloway

(1988), Linking College Credit with In-House Training. The Personnel Administrator, vol. 33, iss. 11, pp. 78–80.

Gannon

Martin J.

, (1975), Attitudes of Government Executives Toward Management Training. Public Personnel Management vol. 4, iss. 1, pp. 63–68.

Granger

James C.

and Allen

B. Moore

(1976), Cooperative Adult-Education - the Future is Now. Training and Development Journal vol. 30, iss. 1, pp. 34–35.

Hays

Steven W.

and Bruce

Duke

(1996), Professional Certification in Public Management: A Status Report and Proposal. Public Administration Review, Sept./Oct. 56, 5 pp. 425–432.

Jacobson

Willow

, Rubin

Ellen V.

, and Sally

Coleman Selden

(2002), Examining Training in Large Municipalities: Linking Individual and Organizational Training Needs. Public Personnel Management v 31 n 4, p. 488;

10.

Gannon

Martin J.

, (1975), Attitudes of Government Executives Toward Management Training. Public Personnel Management vol. 4, iss. 1, p. 63.

11.

Jones

Garth N.

(1991), Education and Training in Public Administration: Transference of Segmenting Organizational Behavior. International Journal of Public Administration, vol. 14, iss. 2, pp. 485–506.

12.

Keiser

John H.

, President, Southwest Missouri State University, State of the University Address—After Fifty Days, August 19, 1993; and Kollaer

Jim C.

, President of the Greater Houston Partnership quoted in Heather Wolk, UH Should be More Involved with Business, Says Fund Raiser, Daily Cougar (University of Houston), vol. 58, issue 23, October 1, 1992.

13.

Mavin

Sharon

and Patricia

Bryans

, (2000), Management Development in the Public Sector – What Roles Can Universities Play? The International Journal of Public Sector Management, 13 2/3 pp. 142–152.

14.

Paddock

Susan C.

(1997), Benchmarks in Management Training. Public Personnel Management, Winter vol. 26, iss. 4, pp. 441–460.

15.

Patton

W. David

and Connie

Pratt

, (2002) Assessing the Training Needs of High-Potential Managers. Public Personnel Management, Winter, vol. 31 iss. 4, pp. 465–484.

16.

Peel

Henry A.

, Peel

Betty B.

, and Marty

E. Baker

(2002), School/University Partnerships: A Viable Model. The International Journal of Educational Management, vol. 16, iss. 6/7, pp. 319–326.

17.

Sandwith

Paul

(1993), A Hierarchy of Management Training Requirements: The Competency Domain Model. Public Personnel Management, Spring vol. 22, iss. 1, pp. 43–62.

18.

Sims

Ronald R.

and Serbrenia

J. Simms

, (1991), Improving Training in the Public Sector. Public Personnel Management, vol. 20, iss. 1, pp. 71–82.

19.

Van

Wart

, Montgomery

Mark Holzer

and Andrea

Kovacova

(1999), The Scope of Public Administration Continuing Education in Universities: An Exploratory Study. Public Productivity and Management Review, vol. 23, iss. 1, pp. 68–82.